sqa higher business coursework

Higher Business Management: Advice, Command Words and Resources

The SQA Higher Business Management course is divided up into five sections – understanding business, management of marketing, management of people, management of operations and management of finance. Higher Business Management is assessed by an exam lasting 2 hours and 45 minutes containing questions worth a total of 90 marks and an assignment completed in school which is worth 30 marks. The assignment involves candidates choosing a business and a topic to research and prepare a report.

This article will offer some tips for studying Higher Business Management, an overview of the command words, opportunities for further study and a list of useful resources.

• Read business news stories and think about what is happening and why. This can help you put theory into practice.
• Look at examples of real businesses. Remember including some examples in your answers may help you get your point across. 
• Practice writing answers using the different command words. Make sure you understand what they mean and how to structure your answer. 

Command Words

Describe – You must offer a detailed description of the point you are making such as mentioning features or characteristics. One word answers or a brief outline will not be accepted. 

For example: Describe the main characteristics of high quality information.

High quality information is appropriate. The information provided will be suitable for the purpose for which it is intended. There will be no irrelevant information that is not related to the decision being made as this could cause confusion during decision making.

Explain – You must offer a detailed explanation of the reason for or impact of a particular course of action. Clearly explain the reasons and consider offering an example to explain your point. 

For example: Explain why a profitable business can have cash flow problems.

A profitable business can have cash flow problems due to having too much money tied up in stock. Having a large amount of unsold stock will cause cash flow problems as the business will not be generating income from the stock. The business will also be faced with the cost of storing stock. This means that the business’s revenue will decrease.

Justify  – Give good reasons to support or explain your suggestions.

For example: Justify why strategic decisions are made by senior managers.

Senior managers making strategic decisions is beneficial as they will have a more thorough knowledge of the organisation. Senior managers are more likely to have better knowledge of the company, its aims and policies which is information that will be needed for effective decision making.

Outline – State the main features of a particular factor but do not go into great detail.

For example: Outline the main features of the Data Protection Act 1998 

Data held must be stored lawfully, securely and responsibly. 

Identify – State/list the answer. Identify is sometimes used alongside another command word such as explain or justify. 

For example: Identify a source of finance.

Bank overdraft.

Discuss – Examine the advantages and disadvantages of a particular factor and fully explain your point. You are making a case for or against the idea. 

For example: Discuss the use of just in time production. 

An advantage of just in time production is less storage space is needed as stock will not be on the premises for long. This could result in decreased rent or cost of premises. 

A disadvantage of just in time production is the business is relying greatly on suppliers. If the supplier does not deliver on time or delivers the wrong goods, the business may need to halt production meaning customer orders will not be completed on time. 

Distinguish – Identify differences between two or more factors. 

For example: Distinguish between a strategic decision and an operational decision. 

A strategic decision is made by senior management whereas an operational decision is made by lower management. 

Compare –  Show differences or similarities between two or more factors. You should point out the specific features of each to demonstrate each difference/similarity. 

For example: Compare functional grouping with product grouping. 

With functional grouping staff with similar knowledge and expertise will be working together whereas with product grouping staff are grouped together around a product or service. 

Interested in studying Business Management further?

Universities offer degrees in Business Management or a specific area of business such as Marketing, Finance, Accounting or Human Resources. If you are interested in particular area of business or know what sort of career you would like to have you can choose one of these areas of business to study. Some universities allow you to select two subjects to study as part of your degree for example Business and Marketing or Business and Human Resources.

You can also study Business courses at college or undertake a Modern Apprenticeship in an area of Business.

I remember studying Higher Business Management when I was in high school and I’m glad to say I kept all of my notes. Here they are in PDF format if anyone else feels they can get some use out of them.

Useful Resources

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Higher Business Management SQA – Revision Content

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Higher Business Management Course Notes: For SQA 2019 and Beyond

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• higher business management course
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T1 - Higher Business Management Course Notes

T2 - For SQA 2019 and Beyond

AU - Coutts, Lee

PY - 2020/4/1

Y1 - 2020/4/1

N2 - The CfE Higher Business Management Course Notes helps teachers and students map their route through the CfE programme, providing comprehensive and authoritative guidance for the course.

AB - The CfE Higher Business Management Course Notes helps teachers and students map their route through the CfE programme, providing comprehensive and authoritative guidance for the course.

KW - higher business management course

KW - Scotland

KW - secondary school

SN - 0008383472

SN - 9780008383473

BT - Higher Business Management Course Notes

CY - Glasgow

Higher Business Management (Course Code: C810 76)

Scqf level 6 (24 scqf credit points).

Why study Business Management?

We all rely on businesses to create wealth, prosperity, jobs and choices. Studying Business Management gives you the opportunity to develop important skills such as problem solving, communication, planning and organising. You will learn through real-life business contexts how organisations operate.

These skills are valuable in a wide range of career sectors but are particularly useful if you are interested in entering the world of business — whether as a manager, employee or self-employed person.

Career Pathways

To see what career areas this subject could lead to and the routes to get there, download and view these career pathways:

• Administration and Management
• Animals, Land and Environment
• Buying, Selling and Related Work

Communication and Media

• Hospitality, Leisure and Tourism
• Housing, Property and Facilities

What do I need to get in?

Entry is at the discretion of the school or college but you would normally be expected to have:

• National 5 Business Management
• National 5 Economics

What will I study?

The course consists of  five  areas of study.

Understanding Business

• develop your understanding of how large organisations in the private, public and third sectors operate, make decisions and pursue their strategic goals
• analyse the impact that internal and external environments have on an organisation’s activity, and consider the implications of these factors.

Management of marketing

• develop your understanding of the importance of effective marketing systems to large organisations
• learn about the relevant theories, concepts and procedures used by organisations to improve competitiveness and customer satisfaction.

Management of operations

• develop your understanding of the importance of effective operations systems to large organisations
• learn about the relevant theories, concepts and procedures used by organisations to improve and/or maintain quality, and the importance of satisfying both internal and external customers’ needs.

Management of people

• develop your understanding of the issues that large organisations face when managing people
• learn about the relevant theories, concepts and procedures used by organisations when dealing with staff, including retention, training, leadership and motivation.

Management of finance

• develop your understanding of the issues that large organisations face when managing finance
• learn about the relevant theories, concepts and procedures used by organisations in financial situations.

How will I be assessed?

The course assessment has two components totalling 120 marks :

• Component 1: question paper – worth 90 marks (consisting of two sections: section 1 worth 30 marks, and section 2 worth 60 marks)
• Component 2: assignment – worth 30 marks.

For the assignment component, you will choose a topic to research, analyse information and produce a business report your findings, detailing the appropriate conclusions and/or your recommendations.

Both the question paper and the assignment are set and externally marked by the Scottish Qualifications Authority (SQA).

The grade awarded is based on the total marks achieved across course assessment.

The course assessment is graded A-D.

Study Materials

• SQA Past Papers Business Management Higher
• SQA Specimen Paper Business Management Higher
• SQA Understanding Standards Business Management 
• BBC Bitesize Business Management Higher

What can I go on to next?

If you complete the course it may lead to:

• Advanced Higher Business Management

Further study, training or employment in:

• Communications and Media
• Transport and Distribution

Which jobs are related to this subject?

• Business Management - Related Careers

Where can my parents find out more?

Your school will give your parents an Options or Choices information booklet, which has detailed information on the curriculum and the individual subjects or courses you can study. It will also invite them along to a Parents’ Information Evening.

They can also read the information leaflet(s):

Nationals in a Nutshell - Business Management (Higher)

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Making Money in Moskva!

More than one survey in recent years has put Moscow as the most expensive city in the world, ahead of such cash-guzzling capitals like London, Tokyo and New York. Prices of hotels , eating out , drinking out and real estate are certainly sky high and reflect Moscow's new role as one of the world's strongest business hubs.

The last ten or so years may not have seen Russia embrace all Western ideologies, but they have certainly embraced all Western cash and foreign investment and contractors have been rife in Moscow in recent times. Even as the Kremlin and No. 10 Downing Street bicker over spies, investigations, dissidents and ambassadors British architect Sir Norman Foster is developing a space-age urban area called Crystal Island just a few kilometres from Putin's office.

Of course Moscow will eat the casual businessman or investor up alive, and anyone interested in making a quick rouble in the capital should do their research thoroughly. For more information on doing business in Moscow and market intelligence in Russia , it would be wise get in touch with regional experts such as PMR Consulting . Their analysts can help you prepare retail reports in Russia and evaluate retail trends , or help you gather information on telecommunications in Russia for starters.

For more information on individual businesses in Moscow take a look at our services section . Doctors, dentists and dating clubs - they're all there!

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Advanced Higher

• Presentations
• Course Reports
• Additional resources for sessions 2020-22

Business Management - additional resources for sessions 2020-22

The materials on this page were produced to provide additional support during sessions 2020-21 and 2021-22. They are currently being reviewed and will be moved gradually to a new location if they remain relevant. When anything is moved, we will up-date this page to let you know and include a link to the new location.

National 5 - Higher

Session 2021-22 audio presentation  |  december 2021.

The assignment audio presentation has been moved to the National 5 - Higher section of the Presentations page.

Session 2021-22 Assessment Resource  |  January 2022

The assessment resource document has been permanently removed from this website. Please contact your SQA Coordinator if you have any queries.

Session 2021-22 Audio Presentation  |  October 2021

The reviewing a national 5 question paper composition ppsx and xlsx files have been removed from this website. Please contact your SQA Coordinator if you have any queries.

Session 2021-22 National 5  |  December 2020

The Question Paper audio presentation has been revised and republished on the Course Support section of the SQA Business Management subject page

Materials to accompany this audio presentation can be found on the SQA’s secure website and you can access these through your SQA co-ordinator.

The guidance on creating and reviewing a higher question paper audio presentations and spreadsheet have been removed from this website. Please contact your SQA Coordinator if you have any queries.

Session 2021-22 Audio Presentation  |  March 2021

New - new materials for session 2022 -23

Updated - amended for 2022/23

Carried forward - carried forward to 2022/23

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• Reach out to the pro(s) you want, then share your vision to get the ball rolling.
• Request and compare quotes, then hire the Home Stager that perfectly fits your project and budget limits.

A home stager is a professional who prepares a house for sale, aiming to attract more buyers and potentially secure a higher selling price. They achieve this through the following techniques:

• Rearranging furniture to optimize space and functionality.
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Their goal is to present the house in the best light. Home stagers in Elektrostal' help buyers envision themselves living there, increasing the chances of a successful sale.

• Decluttering
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• Attractive and inviting: Staging creates a welcoming atmosphere for potential buyers.
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What does an Elektrostal' home stager do?

What should i consider before hiring an interior staging company, questions to ask potential real estate staging companies in elektrostal', moscow oblast, russia:, business services, connect with us.

J. V. Stalin

The Tasks of Business Executives

Speech delivered at the first all-union conference of leading personnel of socialist industry 1 february 4, 1931.

Source : Works, Vol. 13, 1930 - January 1934 Publisher : Foreign Languages Publishing House, Moscow, 1954 Transcription/HTML Markup : Salil Sen for MIA, 2008 Public Domain : Marxists Internet Archive (2008). You may freely copy, distribute, display and perform this work; as well as make derivative and commercial works. Please credit "Marxists Internet Archive" as your source.

Comrades, the deliberations of your conference are drawing to a close. You are now about to adopt resolutions. I have no doubt that they will be adopted unanimously. In these resolutions — I am somewhat familiar with them — you approve the control figures of industry for 1931 and pledge yourselves to fulfil them.

A Bolshevik's word is his bond. Bolsheviks are in the habit of fulfilling promises made by them. But what does the pledge to fulfil the control figures for 1931 mean? It means ensuring a total increase of industrial output by 45 per cent. And that is a very big task. More than that. Such a pledge means that you not only pledge yourselves to fulfil our five-year plan in four years — that matter has already been settled, and no more resolutions on it are needed — it means that you promise to fulfil it in three years in all the basic, decisive branches of industry.

It is good that the conference gives a promise to fulfil the plan for 1931, to fulfil the five-year plan in three years. But we have been taught by "bitter experience." We know that promises are not always kept. In the beginning of 1930, too, a promise was given to fulfil the plan for the year. At that time it was necessary to increase the output of our industries by 31 to 32 per cent. But that promise was not kept to the full. Actually, the increase in industrial output during 1930 amounted to 25 per cent. We must ask: Will not the same thing occur again this year? The managers and leading personnel of our industries now promise to increase industrial output in 1931 by 45 per cent. But what guarantee is there that this promise will be kept?

What is needed in order to fulfil the control figures, to achieve a 45 per cent increase in output, to secure the fulfilment of the five-year plan not in four, but, as regards the basic and decisive branches of industry, in three years?

Two fundamental conditions are needed for this.

Firstly, real or, as we term it, "objective" possibilities.

Secondly, the willingness and ability to direct our enterprises in such a way as to realise these possibilities.

Did we have the "objective" possibilities last year for completely fulfilling the plan? Yes, we had. Incontestable facts testify to this. These facts show that in March and April of last year industry achieved an increase of 31 per cent in output compared with the previous year. Why then, it will be asked, did we fail to fulfil the plan for the whole year? What prevented it? What was lacking? The ability to make use of the existing possibilities was lacking. The ability to manage the factories, mills and mines properly was lacking.

We had the first condition: the "objective" possibilities for fulfilling the plan. But we did not have in sufficient degree the second condition: the ability to manage production. And precisely because we lacked the ability to manage the factories, the plan was not fulfilled. Instead of a 31-32 per cent increase we had one of only 25 per cent.

Of course, a 25 per cent increase is a big thing. Not a single capitalist country increased its production in 1930, or is increasing production now. In all capitalist countries without exception a sharp decline in production is taking place. Under such circumstances a 25 per cent increase is a big step forward. But we could have achieved more. We had all the necessary "objective" conditions for this.

And so, what guarantee is there that what happened last year will not be repeated this year, that the plan will be fulfilled, that we shall use the existing possibilities in the way that they should be used, that your promise will not to some extent remain a promise on paper?

In the history of states and countries, in the history of armies, there have been cases when there was every possibility for success and victory, but these possibilities were wasted because the leaders failed to notice them, did not know how to take advantage of them, and the armies suffered defeat.

Have we all the possibilities that are needed to fulfil the control figures for 1931?

Yes, we have such possibilities.

What are these possibilities? What is needed in order that these possibilities should really exist?

First of all, adequate natural resources in the country: iron ore, coal, oil, grain, cotton. Have we these resources? Yes, we have. We have them in larger quantities than any other country. Take the Urals, for example, which provide a combination of resources not to be found in any other country. Ore, coal, oil, grain — what is there not in the Urals? We have everything in our country, except, perhaps, rubber. But within a year or two we shall have our own rubber as well As far as natural resources are concerned we are fully provided. We have even more than necessary. What else is needed?

A government desirous and capable of utilising these immense natural resources for the benefit of the people. Have we such a government? We have. True, our work in utilising natural resources does not always proceed without friction among our leading personnel. For instance, last year the Soviet Government had to conduct a certain amount of struggle over the question of creating a second coal and metallurgical base, without which we cannot develop further. But we have already overcome these obstacles and shall soon have this base.

What else is needed?

That this government should enjoy the support of the vast masses of workers and peasants. Does our government enjoy such support? Yes, it does. You will find no other government in the world that enjoys such support from the workers and peasants as does the Soviet government. There is no need for me to refer to the growth of socialist emulation, the spread of shock-brigade work, the campaign and struggle for counter-plans. All these facts, which vividly demonstrate the support that the vast masses give the Soviet Government, are well known.

What else is needed in order to fulfil and overfulfil the control figures for 1931?

A system that is free from the incurable diseases of capitalism and has great advantages over capitalism. Crises, unemployment, waste, destitution among the masses — such are the incurable diseases of capitalism. Our system does not suffer from these diseases because power is in our hands, in the hands of the working class; because we are conducting a planned economy, systematically accumulating resources and properly distributing them among the different branches of the national economy. We are free from the incurable diseases of capitalism. That is what distinguishes us from capitalism; that is what constitutes our decisive superiority over capitalism.

Notice the way in which the capitalists are trying to escape from the economic crisis. They are reducing the workers' wages as much as possible. They are reducing the prices of raw materials as much as possible. But they do not want to reduce the prices of food and industrial commodities for mass consumption to any important extent. This means that they want to escape from the crisis at the expense of the principal consumers, at the expense of the workers and peasants, at the expense of the working people. The capitalists are cutting the ground from under their own feet. And instead of overcoming the crisis they are aggravating it; new conditions are accumulating which lead to a new, even more severe crisis.

Our superiority lies in the fact that we have no crises of overproduction, we have not and never will have millions of unemployed, we have no anarchy in production, for we are conducting a planned economy. But that is not all. We are a land of the most concentrated industry. This means that we can build our industry on the basis of the best technique and thereby secure an unprecedented productivity of labour, an unprecedented rate of accumulation. Our weakness in the past was that this industry was based upon scattered and small peasant farming. That was so in the past; it is no longer so now. Soon, perhaps within a year, we shall become the country of the largest-scale agriculture in the world. This year, the state farms and collective farms — and these are forms of large-scale farming — have already supplied half of all our marketable grain. And that means that our system, the Soviet system, affords us opportunities of rapid progress of which not a single bourgeois country can dream.

What else is needed in order to advance with giant strides?

A party sufficiently solid and united to direct the efforts of all the best members of the working class to one point, and sufficiently experienced to be unafraid of difficulties and to pursue systematically a correct, revolutionary, Bolshevik policy. Have we such a party? Yes, we have. Is its policy correct? Yes, it is, for it is yielding important successes. This is now admitted not only by the friends but also by the enemies of the working class. See how all the well-known "honourable" gentlemen, Fish in America, Churchill in Britain, Poincare in France, fume and rave against our Party. Why do they fume and rave? Because the policy of our Party is correct, because it is yielding success after success.

There, comrades, you have all those objective possibilities which assist us in realising the control figures for 1931, which help us to fulfil the five-year plan in four years, and in the key industries even in three years.

Thus we have the first condition for fulfilment of the plan — the "objective" possibilities.

Have we the second condition, the ability to use these possibilities?

In other words, are our factories, mills and mines properly managed? Is everything in order in this respect?

Unfortunately, not everything is in order here. And, as Bolsheviks, we must say this plainly and frankly.

What does management of production mean? There are people among us who do not always have a Bolshevik approach to the question of the management of our factories. There are many people among us who think that management is synonymous with signing papers and orders. This is sad, but true. At times one cannot help recalling Shchedrin's Pompadours. Do you remember how Madame Pompadour taught the young Pompadour: "Don't bother your head with science, don't go into matters, let others do that, it is not your business — your business is to sign papers." It must be admitted to our shame that even among us Bolsheviks there are not a few who carry out management by signing papers. But as for going into matters, mastering technique, becoming master of the business — why, that is out of the question.

How is it that we Bolsheviks, who have made three revolutions, who emerged victorious from the bitter civil war, who have solved the tremendous task of building a modern industry, who have swung the peasantry on to the path of socialism — how is it that in the matter of the management of production we bow to a slip of paper?

The reason is that it is easier to sign papers than to manage production. And so, many economic executives are taking this line of least resistance. We, too, in the centre, are also to blame. About ten years ago a slogan was issued: "Since Communists do not yet properly understand the technique of production, since they have yet to learn the art of management, let the old technicians and engineers — the experts — carry on production, and you, Communists, do not interfere with the technique of the business; but, while not interfering, study technique, study the art of management tirelessly, in order later on, together with the experts who are loyal to us, to become true managers of production, true masters of the business." Such was the slogan. But what actually happened? The second part of this formula was cast aside, for it is harder to study than to sign papers; and the first part of the formula was vulgarised: non-interference was interpreted to mean refraining from studying the technique of production. The result has been nonsense, harmful and dangerous nonsense, which the sooner we discard the better.

Life itself has more than once warned us that all was not well in this field. The Shakhty affair 2 was the first grave warning. The Shakhty affair showed that the Party organisations and the trade unions lacked revolutionary vigilance. It showed that our economic executives were disgracefully backward in technical knowledge; that some of the old engineers and technicians, working without supervision, rather easily go over to wrecking activities, especially as they are constantly being besieged by "offers" from our enemies abroad.

The second warning was the "Industrial Party" trial 3 .

Of course, the underlying cause of wrecking activities is the class struggle. Of course, the class enemy furiously resists the socialist offensive. This alone, however, is not an adequate explanation for the luxuriant growth of wrecking activities.

How is it that wrecking activities assumed such wide dimensions? Who is to blame for this? We are to blame. Had we handled the business of managing production differently, had we started much earlier to learn the technique of the business, to master technique, had we more frequently and efficiently intervened in the management of production, the wreckers would not have succeeded in doing so much damage.

We must ourselves become experts, masters of the business; we must turn to technical science — such was the lesson life itself was teaching us. But neither the first warning nor even the second brought about the necessary change. It is time, high time that we turned towards technique. It is time to discard the old slogan, the obsolete slogan of non-interference in technique, and ourselves become specialists, experts, complete masters of our economic affairs.

It is frequently asked: Why have we not one-man management? We do not have it and we shall not get it until we have mastered technique. Until there are among us Bolsheviks a sufficient number of people thoroughly familiar with technique, economy and finance, we shall not have real one-man management. You can write as many resolutions as you please, take as many vows as you please, but, unless you master the technique, economy and finance of the mill, factory or mine, nothing will come of it, there will be no one-man management.

Hence, the task is for us to master technique ourselves, to become masters of the business ourselves. This is the sole guarantee that our plans will be carried out in full, and that one-man management will be established.

This, of course, is no easy matter; but it can certainly be accomplished. Science, technical experience, knowledge, are all things that can be acquired. We may not have them today, but tomorrow we shall. The main thing is to have the passionate Bolshevik desire to master technique, to master the science of production. Everything can be achieved, everything can be overcome, if there is a passionate desire for it.

It is sometimes asked whether it is not possible to slow down the tempo somewhat, to put a check on the movement. No, comrades, it is not possible! The tempo must not be reduced! On the contrary, we must increase it as much as is within our powers and possibilities. This is dictated to us by our obligations to the workers and peasants of the U.S.S.R. This is dictated to us by our obligations to the working class of the whole world.

To slacken the tempo would mean falling behind. And those who fall behind get beaten. But we do not want to be beaten. No, we refuse to be beaten! One feature of the history of old Russia was the continual beatings she suffered because of her backwardness. She was beaten by the Mongol khans. She was beaten by the Turkish beys. She was beaten by the Swedish feudal lords. She was beaten by the Polish and Lithuanian gentry. She was beaten by the British and French capitalists. She was beaten by the Japanese barons. All beat her — because of her backwardness, because of her military backwardness, cultural backwardness, political backwardness, industrial backwardness, agricultural backwardness. They beat her because it was profitable and could be done with impunity. You remember the words of the pre-revolutionary poet: "You are poor and abundant, mighty and impotent, Mother Russia." 4 Those gentlemen were quite familiar with the verses of the old poet. They beat her, saying: "You are abundant," so one can enrich oneself at your expense. They beat her, saying: "You are poor and impotent," so you can be beaten and plundered with impunity. Such is the law of the exploiters — to beat the backward and the weak. It is the jungle law of capitalism. You are backward, you are weak — therefore you are wrong; hence you can be beaten and enslaved. You are mighty — therefore you are right; hence we must be wary of you.

That is why we must no longer lag behind.

In the past we had no fatherland, nor could we have had one. But now that we have overthrown capitalism and power is in our hands, in the hands of the people, we have a fatherland, and we will uphold its independence. Do you want our socialist fatherland to be beaten and to lose its independence? If you do not want this, you must put an end to its backwardness in the shortest possible time and develop a genuine Bolshevik tempo in building up its socialist economy. There is no other way. That is why Lenin said on the eve of the October Revolution: "Either perish, or overtake and outstrip the advanced capitalist countries."

We are fifty or a hundred years behind the advanced countries. We must make good this distance in ten years. Either we do it, or we shall go under.

That is what our obligations to the workers and peasants of the U.S.S.R. dictate to us.

But we have yet other, more serious and more important, obligations. They are our obligations to the world proletariat. They coincide with our obligations to the workers and peasants of the U.S.S.R. But we place them higher. The working class of the U.S.S.R. is part of the world working class. We achieved victory not solely through the efforts of the working class of the U.S.S.R., but also thanks to the support of the working class of the world. Without this support we would have been torn to pieces long ago. It is said that our country is the shock brigade of the proletariat of all countries. That is well said. But is imposes very serious obligations upon us. Why does the international proletariat support us? How did we merit this support? By the fact that we were the first to hurl ourselves into the battle against capitalism, we were the first to establish working-class state power, we were the first to begin building socialism. By the fact that we were engaged on a cause which, if successful, will transform the whole world and free the entire working class. But what is needed for success? The elimination of our backwardness, the development of a high Bolshevik tempo of construction. We must march forward in such a way that the working class of the whole world, looking at us, may say: There you have my advanced detachment, my shock brigade, my working-class state power, my fatherland; they are engaged on their cause, our cause, and they are working well; let us support them against the capitalists and promote the cause of the world revolution. Must we not justify the hopes of the world's working class, must we not fulfil our obligations to them? Yes, we must if we do not want to utterly disgrace ourselves.

Such are our obligations, internal and international. As you see, they dictate to us a Bolshevik tempo of development.

I will not say that we have accomplished nothing in regard to management of production during these years. In fact, we have accomplished a good deal. We have doubled our industrial output compared with the pre-war level. We have created the largest-scale agricultural production in the world. But we could have accomplished still more if we had tried during this period really to master production, the technique of production, the financial and economic side of it.

In ten years at most we must make good the distance that separates us from the advanced capitalist countries. We have all the "objective" possibilities for this. The only thing lacking is the ability to make proper use of these possibilities. And that depends on us. Only on us! It is time we learned to make use of these possibilities. It is time to put an end to the rotten line of non-interference in production. It is time to adopt a new line, one corresponding to the present period — the line of interfering in everything. If you are a factory manager — interfere in all the affairs of the factory, look into everything, let nothing escape you, learn and learn again. Bolsheviks must master technique. It is time Bolsheviks themselves became experts. In the period of reconstruction, technique decides everything. And an economic executive who does not want to study technique, who does not want to master technique, is a joke and not an executive.

It is said that it is hard to master technique. That is not true! There are no fortresses that Bolsheviks cannot capture. We have solved a number of most difficult problems. We have overthrown capitalism. We have assumed power. We have built up a huge socialist industry. We have transferred the middle peasants on to the path of socialism. We have already accomplished what is most important from the point of view of construction. What remains to be done is not so much: to study technique, to master science. And when we have done that we shall develop a tempo of which we dare not even dream at present.

And we shall do it if we really want to.

Pravda, No. 35, February 5, 1931

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